Chapter 1 3 Final
Chapter 1 3 Final
Chapter 1 3 Final
____________________________________________
LOMBOY, DIEZEL D.
LOPLOP, KENNETH JOHN L.
PASTORES, MILLENNI FAITH H.
SOLONGON, ANDREA GIEN PAULA S.
_____________________________________________
DECEMBER 2021
TRANSMITTAL
APPROVAL SHEET
ACKNOWLEDGMENT
ABSTRACT
TABLE OF CONTENTS
Page
TITLE PAGE
TRANSMITTAL
APPROVAL SHEET
ACKNOWLEDGMENT
ABSTRACT
TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
Chapter
1 INTRODUCTION
Definition of Terms
Employee Performance
3 METHODOLOGY
Research Design
Statistical Treatment
Hypothesis Testing
Summary
Findings
Conclusion
Recommendations
REFERENCES
APPENDICES
A Statistical Tables
B Survey Questionnaire
CURRICULUM VITAE
LIST OF TABLES
Table Page
4 Reliability Statistics
9 Results of Hypothesis
LIST OF FIGURES
Figures Pages
1 Conceptual Framework of the Study
providing employees with a collection of skills and skills to address changing realities
and challenges (Batarlien, iiinien, Vaiit, apalait, & Jaranien, 2017). According to
the profit to the organization wherein human resources assist the organization in
communication, norms and standards used at work as some of the factors affecting
employee performance (Saeed, Rokaya & Mussawar & Lodhi & Iqbal, & Nayab, &
the fact that human resources need to be managed strategically for the firm to
Management can be defined as the policies and practices required to perform the
to achieve goals and develop strategies effectively and flexibly and is also able to
Practices is consistent with internal policies and methods established and applied
improve the ability, opportunity, and motivation of employees (Nguyen, Ha & Dang,
productivity (Khan, 2010; Qureshi, Ayisha, Mohammad, Rauf, & Syed 2010).
In line with the changing business environment and the rising demands and
improves his or her performance and development. As for evaluation, it gives the
individual the ability to work better to reach the highest levels (Abdullah, Ahsan &
Alam, 2009).
in Koronadal City. This research will describe how Human Resource Management
practices affect the Employee's performance. This research study will help
1.1 Training;
1.7 Selection?
Independent Variable
Dependent Variable
HUMAN RESOURCE
MANAGEMENT PRACTICES
EMPLOYEE
• Training
PERFORMANCE
• Performance Appraisal
• Career Planning
• Employee Participation
• Job Definition
• Compensation
• Selection
the two variables in this study. The independent variable is human resource
employees to gain the knowledge and skills they need to complete their tasks
employees can improve; Career Planning is a tool that combines strategy with
problems and achieving the organization's goals and objectives; A Job Definition
specifies the tasks, working conditions, and expected skills of the person
performing the job. Compensation is the process of providing monetary
process of selecting the best candidates for your current or future position, both
inside and outside the company. While the dependent variable is employee
The arrow from the first box to the second box indicates the significant
Theoretical Framework
theory paves the way, organizational interests are best served by these three
components. for line managers to use effective approaches that result in employee
2013, p. 3). To begin, ability refers to the practices and policies that HR implements
to ensure that employees have or gain the necessary skills, knowledge, and ability
to perform their tasks with minimal supervision. According to Yahya, Tan, and Tay
(2017), ability-enhancing HRM practices are those that increase the employee's
practices, on the other hand, refer to the steps taken to ensure an effective
recruitment and selection process in order to hire the right employees with the
practices include training and development, which provide employees with the
skills and knowledge they need to perform tasks (Yahya, Tan & Tay, 2017, p. 549).
rules to control motivation in the firm. It also refers to the methods by which
employees are motivated to put in more and extra effort in performing assigned
tasks, primarily by rewarding them for the efforts they have already put in their
HRM practices are those that transfer decision-making power and responsibility
from the top-level hierarchy to the lower level hierarchy via information exchange.
2013).
Hypothesis
Cotabato. Specifically, this study will endeavor to find out the extent of Human
selection, the level of improvement of Employees Performance over the past five
(5) years. And the significant impact of Human Resource Management Practices
Employee Performance.
Significance of the Study
Koronadal City. The result of the study will be useful to the following:
Managers. The result can be used as the basis in creation of policy and
Human Resource Practitioners. The findings from this study can be useful
Employees. Ideas gained from this study may bring awareness that can
Accrediting Agency. The result of the study can be used to improve their
institution.
Scope and Limitation of the Study
over the last 5 years. This study will only be limited to the respondents of the private
institution in Koronadal City, South Cotabato. This study will be conducted during
In order to fully understand the study, the following terms are operationally
defined:
Career Planning As used in this study, this is the action taken out in
2011).
2010).
Human Resource Management As used in this study, this refers to the policies
2009).
HRM Practices As used in this study, this refers to the pattern
Wright, 2008).
SOCCSKSARGEN.
Benson 2010).
or individual.
(Armstrong, 2006).
Chapter II
REVIEW OF RELATED LITERATURE
This chapter discusses the Review of Related Literature that is relevant and
similar to the study. The details of some reviews that have been made for the
research study are summarized below. This gave the researchers enough
background in understanding the study. This section contains the review of related
study. This literature review starts with an extensive analysis that highlights the
on the constructs of Tahir Masood (2010). As the study focuses on the impact of
researchers have reviewed the important studies available on the impact of Human
a system that influences employee attitudes and actions, according to Aktar and
Pangil (2018). Conversely, Snell, Morris, and Bohlander (2015) argue that the
that may be used to recruit and retain the best capable people in order to fulfill
attitudes, they will not have a strategic impact (Briscoe & Finkelstein, 2009; Inkson,
Gunz, Ganesh & Roper, 2012). Employees who are committed and have a positive
attitude, on the other hand, devote their time and energy to helping their
organizations achieve their objectives and duties (Giauque, Resenterra, & Siggen,
that human resources are precious economic resources. The effective utilization
of human resources may lower an organization's total costs while improving its
personnel, choosing, and training them to assist the business achieve its goals
service organization and are aimed at helping people improve their skills, workers'
and work values (Aladwan, Bhanugopan, & D'Netto, 2015). For example,
(Albrecht, Bakker, Gruman, Macey, & Saks, 2015) saw training as a significant
and the growth of human capital, which in turn impacts employee well-being and
job satisfaction. It is concluded that training is related to job satisfaction, and job
Sloane, 2009). Training refers to the procedures used to provide new or existing
workers with the skills, knowledge, habits, and other abilities required to do their
jobs (Amin & Ismail, 2014). The complexity of activities is rising, necessitating the
acquisition of current skills (Amin, Ismail & Selemani, 2014). It was expanded upon
by Almarzooqi, Khan, and Khalid (2018) in their investigations and Chiang, Han,
and Chuang, (2011) claim that comprehensive and complete training and
quarterly. Training is required to get qualified individuals that are technically and
management roles (Mullins, 2010; Angela, 2014). Appiah (2010) asserts that the
result, every company must make plans to improve the quality of its personnel.
their job description, the abilities required to complete the job, and the ability to use
(2010) pointed out that training and development leads to the accumulation of
knowledge and the development of human capital, which eventually influences the
resulting in more efficient and effective worker performance. They also stated that
of their job description, abilities required to complete the job, and the ability to use
work input and motivating employees to be more engaged. Amin & Ismail (2014)
refers to performance appraisal on how well he or she is doing on the job and
developing a strategy for progress. In addition, performance appraisal is also
to the building of the link between employee and employer. Employees are more
and discussing concerns (Si & Li, 2012). Appraisal is an objective review of an
employee's performance paired with a plan for improvement that is signed by both
the employee and the management (Osman, Berbary, Sidani, Al-Ayoubi &
Emrouznejad, 2011).
review, and performing the review. The review is scheduled by contacting the
employee ten days or two weeks in advance, requesting the individual to prepare
for the session by examining his or her performance, work objectives, and growth
goals, and explicitly emphasizing that this will be the formal yearly performance
expectations, discussing and planning how to reinforce it; once the assessment is
prepared, laying it away for a few days and then examining it again; and doing
individual's performance in his duties in order to aid the individual's career growth
his internal traits, work performance, and capacity to advance in the organization
of what they expect and what they would expect to achieve productivity goals
(Dessler, 2013).
and ultimately improve the efficacy of companies (Kalender & Vayvay, 2015).
Organizations can, for example, use performance appraisal data to evaluate their
Thus, firms may select the suitable training programs that will assist in dealing with
flaws and developing strengths, thereby boosting the performance level of their
staff (Abu-dhaim, 2011). Organizations primarily utilize the data collected in
Practices included in this study. Career planning is the deliberate process by which
specific goals (Abdulkadir, Isiaka & Adedoyin, 2012). It aids in harmonizing the
preferences and talents of workers with the needs of the business. In other words,
talents with the needs of the business (Nwuche & Awa, 2011), which leads to
talents with the needs of the company. As a result, the organization's performance
improves. Several academics argue that the employee has the duty, while others
argue that the company can assist them. Despite their disagreements, they both
whole of forms, that is, individuals and groups participating directly or indirectly in
which influence is shared among persons who are otherwise unequally positioned
in the hierarchy. Participation is the process of work dialog among employees that
to the organization as a whole (Bhatti & Nawab 2011). Employee participation may
2012).
feel like they belong, according to the experts. Decentralization and self-
management teams, according to some scholars, are where Human Resource
Practices. A job description and specification are a mixture of a job definition and
a task specification. It specifies the tasks, working conditions, and anticipated skills
of a person who performs the job (Tahir, 2006). The job definition refers to the job
responsibilities that are expected of the employee and the company from him to
perform (Amin, Ismail, & Selemani, 2014). The job description has life; it is a living,
viable document that dictates success or, in its absence, allows a climate of
and organizational disharmony (Manning, Borton & Rumovitz, 2012). Proper job
that is necessary for a certain job and has an influence on employee performance.
It outlines the job's tasks, working circumstances, and expected skills of the
mission and goals. Job descriptions are used for a variety of reasons, such as
accommodation controls, and as a tool for recruiting. Job descriptions are helpful
for career planning, training activities, and defining legal compliance requirements.
to use as a performance guide. Job descriptions and specifications that are based
conditions.
perks and services supplied to workers in exchange for their service, which has a
resource management practices that typically refers to pay, wages, salary, and
benefits, among other things. Organizations reward their staff in order to achieve
the organization's duties and goals. Compensation is the system of rewards that a
corporation delivers to an exceptional employee (Amin & Ismail, 2014). The reward
when there are financial rewards directly tied to their performance." A well-
designed incentive system can help to assure high levels of performance and
dedication (Aladwan, Bhanugopan, & D'Netto, 2015). Employees will be more
committed if they feel recognized and appreciated by the organization for their
efforts and performance (Hassi, 2018). On the other hand, Ine's and Pedro (2011)
discovered that the compensation system used for salespeople has a significant
(Osibanjo, Adeniji, Falola & Heirsmac, 2014). It may also assist the organization
achieve its goals and become more competitive (Beck-Krala & Scott, 2014).
Furthermore, compensation can help to retain personnel and reduce labor turnover
within the firm (Odunlami, 2014). As a result, the pay system should be an effective
instrument for fostering desirable employee behavior and favorable attitudes inside
the firm (Beck-Krala & Scott, 2014). Employee productivity can be maintained by
association between pay and employee performance. Some say that employees
will go out of their way to get extra money. However, it is critical to recruit and retain
talented workers. The process entails enduring tests and processes that should be
practices. According to Pravin (2010), selection is the process of picking the best
applicant for a current or prospective post from inside or outside the organization.
Furthermore, Gamage (2014) noted that the selection function's goals are to match
the right person to the right post, establish and maintain a favorable image as a
good employer, and keep the selection process as cost effective as possible. In
addition, Rees and French (2010) studied selection, which is applying strategies
to the open post while also meeting management objectives and legal criteria.
validity, impartiality, breadth of use, and cost. Human resource managers take
recruitment and selection seriously in any firm. This is due to the fact that the
on the quality of its personnel, which was recruited into the company through
recruiting and selection activities (Ezeali & Esiagu, 2010). According to Rothwell
openings to examine where internal applicants who are equipped must fulfill
current needs.
internal and external sources. Selection is the process of choosing the best
candidate from a pool of candidates recruited to fill a specific job position. Selection
entails the use of one or more methods to assess an applicant's suitability in order
to make the correct selection decision, and it can also be viewed as a rejection
process because it rejects a large number of applicants while selecting only a few
to fill the vacancy. Most employers believe that their employees are their most
valuable asset, and hence selection methods are critical in guaranteeing that a
new employee can become efficient and provide desirable results in a short period
correct number of employees with the right skills and competencies (Mark, 2014).
Employee Performance
manages people via its operations. Employee performance is the product of worker
what they create or the results of their job." The ability to achieve predetermined
performance, and it helps the company run more smoothly. Performance is defined
jobs, and it refers to the capacity to achieve predetermined goals through the
word. It is the employment of an efficient and effective approach that is the result
useful foundation for employee development in the workplace and are helpful for
dynamically competitive and complex environment (Iqbal, Arif & Abbas, 2011).
Existing literature provided guidance on the perceptions of HRM practices that are
quality workforce in order to produce higher productivity (Arif & Ameer, 2013;
well as to derive motivation to work and satisfaction from work; and to facilitate and
it is the same topic of this study. Similar conclusions about human resource
strategy for them, as well as a competitive advantage for the organization, which
respondents of the study, data gathering instrument and the data gathering
Research Design
research design is used to outline the specific topic situation and to identify which
between variables (Gunbayi & Sorm, 2018). Relationships between variables are
in Koronadal City.
Locale of the Study
Province. The researchers selected this location to determine the efficacy of the
selected Koronadal City, South Cotabato since there are many private institutions
there, and they used human resource management practices that affect the
A total of 292 will be surveyed as a sample size for the study, which was
calculated using Raosoft's sample size calculator. The Raosoft sample calculator
research or survey (Projecttopics, 2018). In the City of Koronadal, there are a total
which a researcher relies on his or her own judgment when choosing members of
the population to participate in the study (Alchemer, 2018). Employees from
Koronadal City will be the study's respondents. The researchers will select from a
total sample size for the study. The researchers opted to conduct the study in
Koronadal City, South Cotabato due to the high number of Private Institutions with
measured using the Likert Scale, which consists of seven items. The questionnaire
is adapted from Singh (2004) and Tahir (2006). Human resource management
developed by Tahir Maseed (2010) will be utilized. All items in the variable will be
measured using a 5-point Likert scale, where 1 means "Never" and 5 means
"Always”.
The survey questionnaire on human resource management practices will
variables (Laerd Statistics, 2020). The following guidelines have been proposed:
which measures the correlation between the different variables on the same test;
in other words, how different statements that propose to measure the same
general construct produce similar scores. It is most commonly used in surveys with
multiple Likert scale questions to determine the reliability of the scale. Cronbach's
alpha yields a value between 0 and 1, with 1 indicating perfect correlation and 0
.968 .970 8
Interpretation: The alpha coefficient for the is .968, suggesting that the items have
The researchers of the study will submit a letter to their research adviser for
The researchers will conduct the survey after receiving approval for the letter and
acquire primary data from the selected target population. The employees of
study's sample size is set at 292 people. This study will use a selective sampling
technique since the target population depends on the researcher's judgment when
Statistical Treatment
Using the appropriate scale, the data will be labeled and classified. To
compare the different answers, a mean value and standard deviation will be
utilized.
Mean. This will be used to identify the level of response of study sample
performance.
Chapter IV
RESULTS AND DISCUSSION
Presented in this chapter are the data and deconstruction of findings based
majority of the observations in a data collection are near to the mean, whereas a
big value shows that the observations are distributed widely about the mean. Table
practices of private institutions in Koronadal City. The overall mean score obtained
by HRM practices is 4.29 with a standard deviation of 0.51, described as high. This
means that the HRM practices are always observed. Specifically, the mean ratings
of the indicators of HRM practices are reveal as follows: training obtained a mean
rating of 4.23 or very high; performance appraisal attained a mean rating of 4.29
or very high; career planning has a mean rating of 4.29 or very high; employee
participation garnered a mean rating of 4.27 or very high; job definition gained a
mean rating of 4.34 or very high; compensation earned a mean rating of 4.32 or
very high; and selection achieved a mean rating 4.29 or very high. The overall
high response of private institution employees means that the domain of HRM
practices are observed most of the time. A generic argument can be developed on
the basis that the small value of standard deviation and high value of mean are
indicative of respondents, agreeing with the options for all the questions asked
from respondents.
Table 6 summarizes the level of employee performance over the last five
years. The overall mean score is 4.36, with a standard deviation of 0.46, indicating
selection. The result revealed that the seven indicators are found to be a significant
The analysis reveals that results have proven the significant relationship
The results indicate that there is a positive correlation between two variables,
suggesting that the relationship between the variables is significant and has a high
correlation. This signifies that two variables have a strong relationship among each
other.
vs.
Employee’s
Performance
Hypothesis Testing
Employee Performance.
The impact of indicators of HRM practices were tested against employee
Hypothesis HO
dependent variable. The p-value (p<0.000) is lower than the significance level (α
=0.05). This signifies that the null hypothesis has been rejected.
Chapter V
SUMMARY, CONCLUSION AND RECOMMENDATION
Summary
The impact of human resource management practices on employee
performance of private institutions in Koronadal City was the focus of this study,
done.
Findings
The aim of the research is to determine the impact of human resource
are chosen for study. One hypothesis is developed with the goal of determining
leading to the rejection of the study's null hypothesis. This means that human
employee performance.
This study's results are supported with Hassan's (2016) findings, which
reveal that training (r =.781), performance appraisal (r =.790), and career planning
showed that there is a positive effect of recruitment & selection and compensation
on employee performance in Malaysian Skills Institute (MSI). With correlation
p.05), the relationship between these two indicators of HRM practices and
This study also confirms the findings revealed by Singh (2016), where he
University employees, who included both academics and support staff. Human
p<.01), which is validated by (Teseema & Soeters, 2006) who reported value
(0.38), p<.01).
Additionally, this study is matched with Kirmizi and Deniz's (2009) study on
found that including workers in organizational goals and goal-setting had a positive
is reinforced by Spreitzer, Noble, Mishra, and Cooke (1999), who state that
Furthermore, the study found that giving employees the ability to make
(Qureshi et al., 2006). According to the findings of the study, human resource
employee performance (Tabiu & Nura, 2013). It is concluded that HRM practices
Based on the results of the study, the researcher proposed the following
recommendations:
management because the greater the level of these indicators, the better the
guarantee that they have efficient and effective staff in place to satisfy operational
demands.
productivity via the implementation of optimal HRM practices, because good HRM
may strengthen a company's current and future employees' knowledge, skills, and
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vs.
Employee’s
Performance
Hypothesis HO
QUESTIONNAIRE
The items below indicate questions for the respondents to determine the
proponents have adapted a questionnaire which they would like you to fill out in
view of your expertise and practical experience in the business market. Your fair
and expert feedback will make this research a very successful one.
General Instruction: Please fill in all the information needed and answer
I. Training 5 4 3 2 1
1. Our organization provides substantial quality
training to all of its employees.
2. Every year, employees in each job will go through
training sessions.
3. There are established training programs in place
to give new employees the abilities they will need to
succeed.
4. Employees receive new knowledge and skills on a
regular basis in order to work in teams.
5. The training requirements defined are realistic,
useful, and aligned with the organization's business
goal.
6. The identified training needs are practical,
relevant, and aligned with the organization's
business plan.
V. Job Definition 5 4 3 2 1
1. In our organization, each job's responsibilities are
well-defined.
2. Every position in our company has an up-to-date
job description.
3. Each job description lists all of the tasks that an
individual employee is responsible for.
4. The employee shapes the real work obligations
more than the official job description.
5. The real work tasks are formed more by myself
than by the formal job description.
VI. Compensation 5 4 3 2 1
1. Employee incentive compensation is mostly
determined by their success on the job.
2. Salary and other benefits in our company are
equal to the market.
3. Compensation is determined in our business
based on the employee's skill or ability.
4. Every employee's compensation is precisely
proportional to his or her performance.
5. Profit sharing is employed as a tool to reward
improved performance in our company.
VII. Selection 5 4 3 2 1
1. Our organization's selecting processes are very
scientific and thorough.
2. Line managers and HR managers both take part in
the selection process in our company.
3. Valid and standardized tests are used when
required in the selection process.
4. Our organization's selection approach identifies
people with the necessary knowledge, abilities, and
attitudes.
5. The selection approach is carried out objectively
by comparing the job description and human
specifications to what is available.
EMPLOYEE PERFORMANCE
5 4 3 2 1
1. In the previous five years, the quantity of our
workers' work production has increased.
2. In our company, coming up with fresh ideas is
valued.
3. The majority of employees met or exceeded the
organization's five-year goals.
4. Targets set for various personnel are frequently
met.
5. Over the previous five years, overall employee
objective accomplishment has improved.
6. Employees enjoy working in groups.
7. The majority of our personnel are capable of
working independently and deliver excellent results.
8. Employees in our company have been given the
knowledge and skills to make good decisions.
9. In this company, employees' communication skills
have improved.
10. Employee skills are aligned with the
organization's operational and strategic objectives.
Adapted Research Questionnaire
chosen for data collection because existing data is insufficient for analysis.
I. Training
1. Our organization conducts extensive training programs for its employees in
all aspects of quality. 1 2 3 4 5
4. There are formal training programs to teach new employees the skills they
need to perform their jobs. 1 2 3 4 5
6. Training needs identified are realistic, useful and based on the business
strategy of the organization. 1 2 3 4 5
3. Employees in our organization have more than one potential position for
promotion.
1 2 3 4 5
1 2 3 4 5
2. Employees in this organization are asked by their superiors to
participate in operations related decisions.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
V. Job Definition
1 2 3 4 5
1 2 3 4 5
3. The job description for each job contains all the duties performed by
an individual employee.
1 2 3 4 5
4. The actual job duties are shaped more by the employee than by the
formal job description.
1 2 3 4 5
5. The actual job duties are shaped more by myself than the formal job
description
1 2 3 4 5
VI. Compensation
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
VII. Selection
1. The selection systems followed in our organization are highly
scientific and rigorous.
1 2 3 4 5
1 2 3 4 5
3. Valid and standardized tests are used when required in the selection
process.
1 2 3 4 5
4. Selection system in our organization selects those having the
desired knowledge, skills and attitudes.
1 2 3 4 5
1 2 3 4 5
EMPLOYEE PERFORMANCE
1. Quantity of our employees' work output has improved in last five years.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
5. Over all employees targets achievements has improved over the last 5 years.
1 2 3 4 5
1 2 3 4 5
7. Majority of our employees can work independently and they give high
performance.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
10. Employees' competencies are in line with the organizational operational and
strategic goals.
1 2 3 4 5
APPENDIX C
Cronbach Alpha Reliability Test Result
Reliability Statistics
.968 .970 8
Interpretation: The alpha coefficient for the is .968, suggesting that the items have
Item Statistics
Mean Standard N
Deviation
Job Definition .834 .894 .852 .717 1.000 .920 .860 .895